2. Strategic Planning
• identifies where the organization wants
to be at some point in the future and
how it is going to get there.
• the continual attention to current
changes in the organization and its
external environment, and how this
affects the future of the organization.
3. Skills
1
Taking a wide look around at
what's going on outside the
organization and how it might
affect the organization and
identifying opportunities and
threats
2
Taking a hard look at what's
going on inside the
organization, including its
strengths and weaknesses
3
Establishing statements of
mission, vision and values
(some prefer to do that as the
first step in planning)
4. Skills
4
Establishing goals to accomplish
over the next (usually) three
years or so, as a result of what's
going on inside and outside the
organization
5
Identifying how those goals
will be reached (strategies,
objectives, responsibilities
and timelines)
5. Software
● A strategy is a way of
describing how you are going to
get things done. It is less specific
than an action plan.
● Instead, it tries to broadly answer
the question, "How do we get
there from here?"
● A good strategy will take into
account existing barriers and
resources (people, money,
power, materials, etc.).
What is
Strategy?
6. Software
● Objectives outline the aims of an
initiative--what success would
look like in achieving the vision
and mission.
● By contrast, strategies suggest
paths to take (and how to move
along) on the road to success.
That is, strategies help you
determine how you will realize
your vision and objectives
through the nitty-gritty world of
action.
Strategies and
Objectives
7. Software
● Strategy development is the
process of researching and
identifying strategic options,
selecting the most promising and
deciding how resources will be
allocated across the organization
to achieve objectives.
Strategy
Development
8. Software
● What business are we in? Or what business should we be in? (Mission)
● Where do we want to be? (Vision)
● How are we doing? What is going well? What is not so successful?
● How did we get to this point? What went well? What went wrong?
● How can we improve our position?
● What options are open to us?
● What might hinder us from getting there?
● What do we need to do to get there?
● What should we not do?
Key Questions (an organization needs to ask for the future)
9. • Give overall direction?
A strategy, such as enhancing experience and skill or increasing resources and opportunities, should point out the overall
path without dictating a particular narrow approach (e.g., using a specific skills training program).
• Fit resources and opportunities?
A good strategy takes advantage of current resources and assets, such as people's willingness to act or a tradition of
self-help and community pride. It also embraces new opportunities such as an emerging public concern for neighborhood safety
or parallel economic development efforts in the business community.
• Minimize resistance and barriers?
When initiatives set out to accomplish important things, resistance (even opposition) is inevitable. However, strategies
need not provide a reason for opponents to attack the initiative. Good strategies attract allies and deter opponents.
CRITERIA for developing a good strategy
Does the strategy…
10. • Reach those affected?
To address the issue or problem, strategies must connect the intervention with those who it should benefit. For
example, if the mission of the initiative is to get people into decent jobs, do the strategies (providing education and
skills training, creating job opportunities, etc.) reach those currently unemployed?
• Advance the mission?
Taken together, are strategies likely to make a difference on the mission and objectives? If the aim is to reduce a
problem such as unemployment, are the strategies enough to make a difference on rates of employment? If the aim is to
prevent a problem, such as substance abuse, have factors contributing to risk (and protection) been changed sufficiently
to reduce use of alcohol, tobacco, and other drugs?
CRITERIA for developing a good strategy
Does the strategy…
11. Developing strategies is a way to focus your efforts and figure out how you're going to get
things done. By doing so, you can achieve the following advantages:
• Taking advantage of resources and emerging opportunities
• Responding effectively to resistance and barriers
• A more efficient use of time, energy, and resources
Why develop strategies?
12. • Developing strategies is the essential step between figuring out your objectives and
making the changes to reach them.
• Strategies should always be formed in advance of taking action, not deciding how to
do something after you have done it.
• Without a clear idea of the how, your group's actions may waste time and effort and
fail to take advantage of emerging opportunities.
• Strategies should also be updated periodically to meet the needs of a changing
environment, including new opportunities and emerging opposition to the group's
efforts.
Why develop strategies?
13. How do you
develop strategies?
ORGANIZE A BRAINSTORMING MEETING WITH MEMBERS OF YOUR
ORGANIZATION AND MEMBERS OF THE COMMUNITY
A
B REVIEW AND IDENTIFY THE TARGETS AND AGENTS OF
CHANGE FOR YOUR INITIATIVE
14. How do you
develop strategies?
REVIEW YOUR VISION, MISSION, AND OBJECTIVES TO KEEP
YOU ON THE RIGHT TRACK
C
D WORK TOGETHER TO BRAINSTORM THE BEST
STRATEGIES FOR YOUR INITIATIVE
15. Characteristics of Good Organizational Strategy
Organizational strategy needs to be:
flexible - adaptable to change, but in line with corporate mission and vision
responsive - taking account of market, economic and environmental conditions
creative - to inspire commitment and ensure the organization stands out from the crowd
challenging - so that it acts as a source of inspiration and motivation
realistic – so that it can be seen to be achievable and people can get to grips with it
focused - clear, defined and understandable to all stakeholders, especially employees and customers
engaging - in line with organizational culture and values.
17. Strategy Development
Techniques and Best
Practices
1.Understand
the current
position
2. Reflect on
how you got
there
3. Be clear about
your corporate
identity
4. Analyze
your strengths
and
weaknesses
5. Analyze the
business
environment
6. Identify and
evaluate strategic
options
18. Strategy Development
Techniques and Best
Practices
7. Set
objectives
8. Communicate the
strategy
9. Implement the
strategy 10. Review progress
